• EAP at a Crossroads Pandemic Drives Business – but What’s Next?

      Pompe, John C. (EAPA, 2021-08)
      The COVID-19 pandemic has brought significant emotional and social strain on employees and left employers looking to their EAPs for ways to expand support for their employees’ health. This heightened focus has resulted in unanticipated growth in the world of workplace mental health. Stigma around mental health has reduced and the demand for EAP services has increased. And yet EAPs find themselves under scrutiny, with skepticism about their value and readiness to respond. Mental health encompasses a broad range of conditions, from the routine to the disabling. In the context of the workplace, such problems present a significant cost burden in terms of HR and leader- ship time, organizational effectiveness, safety risks, and increased healthcare costs. EAPs are sold as a potential solution. When the EAP concept took hold roughly 50 years ago, they were delivered by actual employees of a given organization who engaged in a variety of supportive roles to help employees and mitigate the risks brought on by employee mental health and substance abuse. Over time, internal EA professionals began collaborating with HR, occupational health, wellness, security, and safety professionals to support functions such as: performance management, drug testing, fitness-for-duty, threat assessment, health promotion, and critical incident response.
    • Experiences of Internal and Hybrid Employee Assistance Program Managers: Factors Associated with Successful, At-Risk and Eliminated Programs

      Frey, Jodi J; Pompe, John C.; Sharar, David A., 1961-; Imboden, Rachel; Bloom, Lauren (2018-02-07)
      Employee Assistance Programs (EAPs) originated as workplace­ focused programs delivered largely by peer employees. Over the past 25 years, the once standard internal EAP has largely been replaced by internal/external hybrid programs or out­ sourced EAP vendors. Many long-standing internal programs have been downsized or eliminated, along with their internal program manager positions. This qualitative study examined the organizational, leadership, and programmatic characteristics associated with the internal and internal/hybrid EAPs from the perspectives of EAP managers working in programs that have thrived and those that have depreciated. Twenty-four current and former internal or internal/hybrid EAP managers were interviewed using a semi-structured interview schedule. Qualitative methods were used to identify patterns and themes within the data to describe the experience of internal and internal/hybrid EAP managers and the critical success and risk factors associated with their positions and programs. Five final themes, with 15 subthemes emerged from the data, suggesting that both individual and organizational characteristics of EAP internal and hybrid programs are important to the program's sustainability. These findings offer insights regarding best practices and critical success factors to EAP professionals, EAP purchasers, and the EAP industry.
    • The Hybrid EAP: The Best of Both Worlds

      Saia, Sharon; Fitzer, Mona (2020)
    • Integration Insights Column #4: EAP Integration at Carpenter Technology Corp.

      Attridge, Mark (2015-10-01)
      This article describes the evolution of the EAP at Carpenter Technology Corporation over more than four decades. It began as an internal program that embraced the core technology of the EAP field and eventually expanded its role to become deeply integrated within the company and its many other programs and benefit providers. This column was written collaboratively with Gregory P. DeLapp, the program’s director for over 30 years. Greg served as president of EAPA from 1998 to 2000.
    • An internal EAP may still be right for your organization

      Pompe, John C.; Frey, Jodi J; Sharar, David A., 1961-; Imboden, Rachel; Bloom, Lauren (Employee Assistance Professionals Association, 2017-04)
      The first Employee Assistance programs were not just workplace focused but also worksite located. Like HR, Legal and other departments, EAPs were almost exclusively internal programs, so they were staffed by company employees. Today, EAPs are often regarded as low-cost or benefit add-ons provided by external vendors. In fact, outsourcing is the norm, not the exception. While EAPs have become common place, more than doubling in the last two decades, the rates of internal and hybrid EAPs seem to be falling at a significant rate.
    • Union Matters: United Food and Commercial Workers Local 12R24 Members Assistance Program

      Hood, Linda; Csiernik, Rick (Center for Promoting Ideas (CPI), USA, 2017-06)
      Unions were a traditional partner in the development of joint labor-management Employee Assistance Programs but with the weakening of the labor movement and the growth of third party EAP vendors across North America their prominence in EAP development and delivery diminished. However, some union based EAPs still exist providing distinct programming to their members. This case study examines the evolution and development of a Canadian union EAP utilizing volunteers, Members Assistance representatives, as the linchpin to informing members about the program, providing social support in the workplace and connecting them to formal counselling services. The article discusses the programs three component hybrid approach consisting of volunteer union Members Assistance representatives, a paid Program Director, and a provincial network of affiliate counsellors who are the primary service providers. Program outcomes for the past four years when a new data collection system was implemented are also presented indicating the program’s impact on the union membership.